risk severity matrix 7-7. risk eventresponse contingency plan trigger who is responsibl e
TRANSCRIPT
Risk Severity Matrix 7-7
Risk Event Response
Contingency Plan Trigger
Who is
Responsible
CH
AP
TE
R E
IGH
T
Scheduling Resources
• Project human resource management:– Includes the processes required to make the
most effective use of the people invovled with the project.
• Individual contributors• Etc.
PMBOK – Resource Management
• Major Processes– Organizational Planning– Staff acquisition
PMBOK – Resource Management
PMBOK – Resource Management
• Organizational Planning– Involves identifying, documenting and assigning
project roles, responsibilities, and reporting relationships to either individuals or groups.
– Reviewed/revised regularly throughout project
– Tightly linked to communications planning
PMBOK – Resource Management
Inputs Process Output
Project Interfaces
Staffing Requirements
constraints
Role and responsibility assignments
Staffing management plan
Organization chart
Supporting detail
Organizational Planning
PMBOK – Resource Management
• Staff Acquisition
– Involves getting the human resources needed (individuals or groups) assigned to and working on the project.
PMBOK – Resource Management
Inputs Process Output
Staffing management plan
Staffing pool description
Recruitment practices
Project Staff Assigned
Project team directory
Staff Acquisition
PMBOK – Resource Management
• Team development
– Includes both enhancing the ability of stakeholders to contribute as individuals as well as enhancing the ability of the team to function as a team.
– Complicated by two bosses.
PMBOK – Resource Management
Inputs Process Output
Project staff
Project plan
Staffing management plan
Performance resports
External feedback
Team Building activities
General management skills
Reward recognition systems
Collocation
Training
Team Development
Types of Project Constraints
• Technical Constraints
• Physical Constraints
• Resource Constraints
Constraint Examples
8-1
Technical Constraints
• Also called logic constraints
• Sequence of events for project activities
• CPM addresses these– X-Planes
Physical Constraints
• Contractual
• Environmental
• Handled similar to resource constraints– X-Planes
Resource Constraints
• Parallel activities hold conflict for resources
• Wedding example– One person, many tasks
• X-Planes
Types of Resource Constraints
• People– Most Important
• Materials– Exotic
• Equipment– Type Size Quantity
• Working Capital– My Driveway
Classification of Scheduling
• Time Constrained
• Resource constrained
Time
Project Manager
Resources
Customer
Project Priority Matrix
Constrain: The original parameter is fixed. The project must meet the completion date, specs. And scope of the project, or budget
Enhance: Given the scope of the project, which criterion should be optimized?
Accept: For which criterion is it tolerable not to meet the original parameters?
Constrain
Enhance
Accept
Time Performance Cost
Time Constrained
• Resource Utilization focus
• Level within Slack
Botanical Garden 8-4
Botanical Garden 8-4
Results:Reduced resourcesRequired by 25%(from 4 to 3)
Did not affect Schedule
Why:Some Equipment Not Easily moved.
Negatives:Loss of Slack
Resource Constrained Projects
• Difficult to manage
• No good math models for:
• Rules (Heuristics)– Allocation of resources to
activities to minimize project delays
Heuristics Rules that Seem to Work
• Follow in order: Assign resources according to activities with:
1. Minimum slack
Then if tie:
2. Smallest Duration
Then if still a tie:
3. Lowest Activity Identification Number
Resource-Constrained Schedule Through Period 0-1
8-7
Resource-Constrained Schedule Through Period 1-2
8-7
Resource-Constrained Schedule Through Period 2-3
8-7
Resource-Constrained Schedule Through Period 2-3 Continued
Next least slack
Least Slack
Most Slack
AssignLeast SlackFirst
Resource-Constrained Schedule Through Period 3-4
xNothing to do hereCan’t assign activityB, its too large (2+2=4>3So, must leave C and D alone
0
Resource-Constrained Schedule Through Period 4-5
xNothing to do hereCan’t assign activityB, its too large (2+2=4>3So, must leave C and D alone
x-1
Resource-Constrained Schedule Through Period 5-6
x x xNothing to do hereCan’t assign activityB, its too large (2+2=4>3So, must leave C and D alone
-2
Resource-Constrained Schedule Through Period 6-7
x x xNow, we assign activity with least Slack, that is activity B with –2 periods ofSlack. Next activity F has least slack soassign
-22
1
3
1
x
x
Resource-Constrained Schedule Through Period 7-8
x x xNow, we assign activity with least Slack, that is activity B with –2 periods ofSlack. Next activity F has least slack soassign
-22
1
3
2
1
3
x x
xx
0
Resource-Constrained Schedule Through Period 8-9
x x xNow, we assign activity with least Slack, that is activity B with –2 periods ofSlack. Next activity F has least slack soassign
-22
1
3
2
1
3
2xx
-11
xx x
Resource-Constrained Schedule Through Period 9-10
x x xNow, we assign activity with least Slack, that is activity B with –2 periods ofSlack. Next activity F has least slack soassign
-22
1
3
2
1
3
2
x
x
-21
xx x
1
3
2
Resource-Constrained Schedule Through Period 10-11
x x x
Now, we assign activity with least Slack, that is activity B with –2 periods ofSlack. Next activity E has least slack soassign
-22
1
3
2
1
3
2
x
x
-21
xx x
1
3
2
1
2
x3
-1
Resource-Constrained Schedule Through Period 11-12
x x x
Now, we assign activity with least Slack, that is activity B with –2 periods ofSlack. Next activity E has least slack soassign
-22
1
3
2
1
3
2
x
2-2
1
xx x
1
3
2
1
2
x3
-2
1
2
x3
2 s s
Resource-Constrained Schedule Through Period 1-14
8-9
EMR Project Network View—Schedule Before Resources
Leveled
8-11
EMR Project Before Resources Added
8-12
EMR Project—Time Constrained Resource Usage Viewand Resource Loading Chart
8-13
EMR Project Network ViewSchedule After Resource Leveled
8-14
EMR Project Resources Leveled8-15